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Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership

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  • Justin J. P. Jansen
  • Gerard George
  • Frans A. J. Van den Bosch
  • Henk W. Volberda

Abstract

Organizations capable of pursuing exploration and exploitation simultaneously have been suggested to obtain superior performance. Combining both types of activities and achieving organizational ambidexterity, however, leads to the presence of multiple and often conflicting goals, and poses considerable challenges to senior teams in ambidextrous organizations. This study explores the role of senior team attributes and leadership behaviour in reconciling conflicting interests among senior team members and achieving organizational ambidexterity. Findings indicate that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations. In addition, our study shows that an executive director's transformational leadership increases the effectiveness of senior team attributes in ambidextrous organizations and moderates the effectiveness of senior team social integration and contingency rewards. Hence, our study clarifies how senior executives reconcile conflicting demands and facilitate the balancing of seemingly contradictory forces in ambidextrous organizations. Implications for literatures on senior team attributes, transformational leadership and organizational ambidexterity are discussed. Copyright (c) Blackwell Publishing Ltd 2008.

Suggested Citation

  • Justin J. P. Jansen & Gerard George & Frans A. J. Van den Bosch & Henk W. Volberda, 2008. "Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership," Journal of Management Studies, Wiley Blackwell, vol. 45(5), pages 982-1007, July.
  • Handle: RePEc:bla:jomstd:v:45:y:2008:i:5:p:982-1007
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    References listed on IDEAS

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    Cited by:

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    2. Katharina Fellnhofer & Kaisu Puumalainen & Helena Sjögrén, 0. "Entrepreneurial orientation in work groups – effects of individuals and group characteristics," International Entrepreneurship and Management Journal, Springer, vol. 0, pages 1-37.
    3. Francisco García-Lillo & Mercedes Úbeda-García & Bartolomé Marco-Lajara, 2016. "Organizational ambidexterity: exploring the knowledge base," Scientometrics, Springer;Akadémiai Kiadó, vol. 107(3), pages 1021-1040, June.
    4. Ruth Maria Stock & Nils Lennart Schnarr, 2016. "Exploring The Product Innovation Outcomes Of Corporate Culture And Executive Leadership," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 20(01), pages 1-33, January.
    5. Yu-Shan Chen & Ching-Hsun Chang & Yu-Hsien Lin, 2014. "The Determinants of Green Radical and Incremental Innovation Performance: Green Shared Vision, Green Absorptive Capacity, and Green Organizational Ambidexterity," Sustainability, MDPI, Open Access Journal, vol. 6(11), pages 1-20, November.
    6. repec:wsi:ijimxx:v:21:y:2017:i:01:n:s1363919617500104 is not listed on IDEAS
    7. Justin J. P. Jansen & Michiel P. Tempelaar & Frans A. J. van den Bosch & Henk W. Volberda, 2009. "Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms," Organization Science, INFORMS, vol. 20(4), pages 797-811, August.
    8. Vahlne, Jan-Erik & Jonsson, Anna, 2017. "Ambidexterity as a dynamic capability in the globalization of the multinational business enterprise (MBE): Case studies of AB Volvo and IKEA," International Business Review, Elsevier, vol. 26(1), pages 57-70.
    9. Sasanka Sekhar Chanda, 2017. "Inferring final organizational outcomes from intermediate outcomes of exploration and exploitation: the complexity link," Computational and Mathematical Organization Theory, Springer, vol. 23(1), pages 61-93, March.
    10. Lee, Peter K.C. & To, W.M. & Yu, Billy T.W., 2013. "Team attributes and performance of operational service teams: An empirical taxonomy development," International Journal of Production Economics, Elsevier, vol. 142(1), pages 51-60.
    11. Björn Remneland Wikhamn & Alexander Styhre & Jan Ljungberg & Anna Maria Szczepanska, 2016. "Exploration Vs. Exploitation And How Video Game Developers Are Able To Combine The Two," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 20(06), pages 1-20, August.
    12. Elisa Alt & Emilio Díez-de-Castro & Francisco Lloréns-Montes, 2015. "Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision," Journal of Business Ethics, Springer, vol. 128(1), pages 167-181, April.
    13. Hubert Lackner & Wolfgang H. Güttel & Christian Garaus & Stefan Konlechner & Barbara Müller, 2011. "Different Ambidextrous Learning Architectures and the Role of HRM Systems," DRUID Working Papers 11-10, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
    14. Lin, H.E., 2010. "Effects of strategy, context and antecedents and capabilities on the outcomes of ambidexterity – A multiple country case study of the US, China and Taiwan," Other publications TiSEM c0eab7d6-d6c7-4b55-9822-1, Tilburg University, School of Economics and Management.
    15. repec:eee:respol:v:47:y:2018:i:2:p:413-427 is not listed on IDEAS
    16. Heracleous, Loizos & Papachroni, Angeliki & Andriopoulos, Constantine & Gotsi, Manto, 2017. "Structural ambidexterity and competency traps: Insights from Xerox PARC," Technological Forecasting and Social Change, Elsevier, vol. 117(C), pages 327-338.
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    18. repec:spr:infosf:v:12:y:2010:i:3:d:10.1007_s10796-009-9194-8 is not listed on IDEAS

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